The authors of this work delved into the organizational culture in Cuban conditions in order to contribute to their study and greater knowledge in the country, for which they developed an investigation leading to a doctoral thesis that had to demonstrate that: “If a methodology is designed sustained in relations of coherence, organicity and adaptability between management style, soft and hard variables and of these with the environment, as premises for the organic and dynamic functioning of the organization, it will be possible to diagnose which of these variables affect the Cultural Product of this, and consequently, define actions that allow effectiveness results ”. The conception of a model supported by the relevant statistical analyzes and its corresponding methodological procedure,as well as its application in various business entities, demonstrated the feasibility of its application and its practical utility.
Introduction
Given the current economic, political and social situation worldwide, the need for efficient and effective organizations has become widespread, bearing in mind that performance management is a complex issue that requires comprehensive treatment from perspectives that consider the highest quantity of the factors that affect it.
Cuba, immersed in the deepest and most transcendental process of organizational change undertaken in recent years, Business Improvement, seeks answers that are more adapted to its specific conditions and for this requires advanced and real approaches, based on the impact of this The change in the organizational culture will be notable to the extent that the behavior patterns of leaders and workers are changed. Lage, C. (14) (2000).
The Organizational Culture concept arises from the need to look for an interpretive paradigm that would broaden the understanding of the reality of organizations and be able to distinguish the variables that would reveal the manifest difference between excellence and mediocrity. The roots of this paradigm are in the studies by Mayo (16) and Barnard (6) in the 1930s, by Peters and Waterman (19) in 1982 and by Schein, (21), (22), in the 1980s, The latter are motivated by phenomena such as the Japanese miracle, the economic and industrial growth of other Asian countries and the successes of some large North American companies.
The culture-performance relationship has been studied by different authors and with different approaches: Allayre and Firsirotu (3) had stated that organizational success and vitality depend on the development of appropriate cultures and values. Schein (23) considered productivity as a quintessential cultural phenomenon and emphasized that a weak culture causes stagnation and decline of companies, causing phenomena such as demotivation, job dissatisfaction, fluctuation of personnel, and therefore, unproductive companies. Deal and Kennedy (10) considered culture as an investment that produces dividends.
If it is recognized that every system has multiple functions, the question is how to measure its effectiveness. One way to solve the dilemma has been to define effectiveness according to systemic criteria, understood as the organization's ability to survive, adapt, maintain and grow, regardless of the functions they perform. Several authors, including Bennis (5), Kahn (13), Argyris (4) and Trist (11), explicitly stated this definition.
In this research, applying the expert method, it was found that the organizational culture has a significant impact on business performance, and in turn its role in change processes is demonstrated: Deal and Kennedy (10), Schein (22), Robbins (20), Thévenet (26), García, S. and Simón, D. (12), Alabart and Portuondo (2). In this sense, it is considered that organizations must constantly renew themselves, or better yet, become “learning organizations”, Senge, P. (24). Culture defines the identity of an organization, Strategor (25), and affects the phenomena of survival, adaptation and growth. Abrabanel, H. et. to the. (1), Schein (21), Alabart (2).
However, despite the recognition of this phenomenon and its impact on business life, there are deficiencies in the methodological order, specifically in terms of methods and instruments that allow knowing the organizational culture, and at the same time, the existing procedures do not show a systemic and comprehensive approach when analyzing it, which was evident as a result of the investigative process.
The following scientific problem was formulated: “The existing methodological models do not reflect with the desired comprehensiveness and depth the relationships between the management style, variables such as values, beliefs, attitudes, paradigms (s oft) and structures, strategies, systems, processes, trades, and others (hard), and of these with the environment, which makes it impossible to diagnose the organic and dynamic functioning of the organization ”.
The derived Hypothesis was: “If a methodology is designed based on relationships of coherence, organicity and adaptability between management style, soft and hard variables and of these with the environment, as premises for the organic and dynamic operation of the organization, it will be possible to diagnose which of these variables affect the Cultural Product of the same, and consequently, define actions that allow effectiveness results ”.
The hypothesis would be validated if, by applying the theoretical model conceived through the designed methodological procedure, the organizations manage to detect the problems of dysfunctionality and desynchronization in the relationships between the management style, the aforementioned variables, and of these with the environment, and take pertinent actions to cause changes in the entity's performance.
Tools used
Given the number of indicators used and the need to analyze their interrelation, a multivariate approach was used for statistical analysis. The cluster method was worked on by the "Statistic Program for Social Sciences" (SPSS) package on Windows (version 10.01, 1999). As a technique for uniting individuals, Ward's method and to analyze the main terms used by the authors when defining organizational culture and identify the main indicators used in existing models, bibliometric methods
(Analysis of joint citations).
The correlation analysis of Kendall and those of Kappa and Friedman were also applied to determine the degree of agreement between experts regarding the terms used to define the organizational culture, as well as for the indicators necessary to make a valid diagnosis. The Chi Square test was not lacking to determine the degree of significance of the most important indicators defined by the experts and their presence or absence in the main models studied.
For the processing of questionnaires and surveys, the statisticians of central tendency, median, mode and measure of variation of the range were worked, and the McNemar test for the significance of the changes.
For the analysis of the qualitative data obtained in interviews, a categorization of the speeches was made, and in the case of the observation guides, a description of the events was made.
Culture, change and performance
The concept of culture in its broadest sense is a term used by the social sciences and in contemporary Marxist literature there are different definitions of it. In Cuba, the theoretical problems related to the essence, function, elements and features of culture have always had a special dedication in the tradition of Marti and Marxist thought, from the first representatives who paid attention to these issues in the 19th century, even the current top leaders.
Definitions of cultural anthropology were also analyzed trying to find points of contact between those given by this science and the incidences that these may have in management sciences, seeking a deep understanding of the term business culture. From the managerial point of view definitions have been given at different times by various authors.
For Schein, these definitions manage to reflect some element of the company culture but none of them is the essence of it. In 1985 he stated: “I will call culture a model of basic assumptions invented, discovered or developed by a given group as they learn to cope with their problems of external adaptation and internal integration, that have exercised enough influence to be considered valid and in consequently being taught to the new members as the correct way to perceive, think and feel those problems ”.
There are a considerable number of authors who have proposed definitions of the concept of organizational culture, but the research showed that the set of concepts analyzed forms three groups.
The first uses symbols, beliefs and paradigms as the main terms to define the organizational culture , as well as the way of behaving of the members of the group or organization and the system of shared meanings. The second group is made up of the terms norms and values as the most widely used expressions. Crossing the frequencies of these with respect to the other terms collected in the rest of the groups, it is manifested, in almost all, the joint presence of the same in about 50%. The third group is the least used terms.
However, none of the aforementioned definitions has demonstrated, at least explicitly, the relationship between the variables recognized by most authors as components of culture, their link with business management and that of both with the environment.
In 2001 the authors of this article formulated the following definition: “Organizational culture is a set of paradigms, which are formed throughout the life of the organization as a result of interactions between its members, of these with the structures, strategies, systems, processes, and the organization with its environment, from which a set of references is formed, which will be valid to the extent that they guarantee the efficiency, effectiveness and effectiveness of the organization ”.
This concept recognizes the cultural variables (soft), those of management systems (hard), those of the environment, and those associated with the final result (efficiency, efficacy, effectiveness), without denying the basic premises necessary for culture to emerge as phenomenon, that is, that a group exists, that it has a shared history and vision of the world. But it also recognizes that culture is formed from the interactions between the members of the group, the group, the hard variables and the organization, with their environment.
The science of management studies culture because culture has demonstrated its impact on management systems; therefore, leaders, workers and consultants must be interested in how to manage culture, how to make it reinforce the administrative practices that give results, and Instead, these practices are based on those references that work.
Analysis of the preceding methodological procedures
It is not in the recognition of the role of culture in business effectiveness that the greatest difficulties in addressing this issue are manifested, but rather what is really at the center of cultural research is the methodological problem.
In the development of this work, eleven procedures were studied, verifying that three sets appear that are grouped by the similarity of the indicators used in the following way: The models of Lorsch (15), Boyer and Equilbey (7) and García S. and Simón D. (12), give important weight to beliefs and values. Those of Pérez Narbona (18) and Otero, D. (17), assign greater weight to the indicators of the management and human systems. The last group is made up of the procedures of Robbins and Calori (20) (8).
It became evident that the most used variables are those that are concentrated in the first group and belong to the indicators of management systems and human systems. The frequency of their appearance recognizes the need to diagnose group relationships, 83.3% consider the attitude towards the environment and human resource management systems, and 75% give significant weight to the strategic approach and the organizational structure.
Applying the Delphi method, 28 international experts with experience between 10 and over 15 years were chosen, based on the individual competence coefficient, selecting those with a coefficient greater than or equal to 0.8. The result of the responses of the same was evaluated for the indicators of the cultural systems through fashion, and Friedman and Kendall were applied, showing total agreement between them.
All considered that the level of interrelation and adaptability between the indicators of the cultural systems and those of the management systems influence the organic functioning of the organization. Only one of the experts considered that the level of incidence of the organizational culture in business performance is medium, the rest of the experts considered that the level of incidence was High.
From this result, it was confirmed that the level of interrelation and adaptability between cultural and management systems influences the organic functioning of the company, in addition, the organizational culture has a high level of incidence on business performance, so a model that Represent the functioning of the organization for the purpose of a culture diagnosis, it should not only include the indicators of the cultural systems, but also the indicators of the management and human systems, to which the experts attribute a significant weight.
Methodological proposal for the diagnosis of Organizational Culture
The model is characterized by its comprehensiveness and depth, since it is based on a comprehensive criterion by containing concepts such as coherence, organicity and adaptability between leadership style, soft and hard variables and of these with the environment , which should guarantee a dynamic functioning of the organization without being tied to development schemes or models that can work today for a given environment and yet be very dysfunctional when the conditions of the latter change.
In the graph in Figure 1 they consider five sets of variables. At its base is the predominant leadership style in the organization. Within this, staff, their skills, needs, motivations, expectations and experiences are diagnosed. This group establishes relationships with the remaining four which must be compatible and organic. In turn, it determines the type of soft and hard variables that are installed in the organization, and between which there must be compatibility relationships to guarantee their functionality. As a result of the interaction between these groups of variables, the cultural product arises.
Figure 1: Relationship between the leadership style of the hard and soft variables and the business environment. (Alabart, 2001)
Relationship between leadership style hard and soft variables and the business environment. (Alabart, 2001)
Components
| Leadership Style: | Patterns of behavior that managers tend to use during the process of managing and influencing their workers. It includes subordinate motivation, effective use of communication, and conflict resolution. |
| Soft variables (soft): | Those that allow to characterize the social system of the organization and take into account the groups, their internal relations and the thought structures from which they guide their behavior. They include indicators such as: beliefs, values, norms, attitudes, ideologies, assumptions, as well as signs and symbols, traditions, history and policies. |
| Hard variables (hard) : | Those that allow the characterization of the structural system of the organization, taking into consideration the indicators that constitute the support of the organizational functioning: objectives, strategies, structures, decisions, systems, processes, technologies, trade, procedures. |
| Cultural Product: | Result of the interaction between the leadership style, the soft variables, and hard and of all with the environment, which results in paradigms, behaviors and results that will be effective to the extent that such interactions are of coherence, organicity and adaptability. |
| Environment: | These four groups do not interact in isolation but are influenced by the demands of the environment, understood as all the elements external to the organization and significant internal actors in its operation. |
Dynamic
Biunivocal relationships are established between the five groups and as a result of them the following situations may arise:
- The management style of the current founder or manager, although compatible with soft variables (since he has helped to form them) establishes paradigms and behaviors that are incompatible with hard variables and produce a system asynchrony. The management style of the current manager has established hard variables, ignoring or ignoring the soft variables already formed previously and these are incompatible with each other, causing the lack of synchrony of the system and therefore the results demanded by the environment are not achieved.The current director's management style is incompatible with soft variables previously formed and in this case there is a loss of energy between the groups and the leader, which negatively affects the results of the organization.The management style is incompatible with the hard variables and causes the dysfunctionality and disorganization of the system, leading groups to the loss of identity and the non-recognition of the Mission, Vision and objectives of the entity. The management style is incompatible with the soft and hard variables in which case the system will not be able to function and its total desynchronization occurs. The management style is compatible with the soft and hard variables, however, paradigms, behaviors and dysfunctional results are produced with respect to the demands of the environment.The management style is compatible with the soft and hard variables and give rise to fully functional and organic paradigms, behaviors and results with respect to the demands of the environment.leading the groups to the loss of identity and to the non-recognition of the Mission, Vision and objectives of the entity.The management style is incompatible with the soft and hard variables in which case the system will not be able to function and a total desynchronization occurs The management style is compatible with the soft and hard variables, however, paradigms, behaviors and dysfunctional results are produced with respect to the demands of the environment. The management style is compatible with the soft and hard variables and give rise to paradigms, behaviors and totally functional and organic results regarding the demands of the environment.leading the groups to the loss of identity and to the non-recognition of the Mission, Vision and objectives of the entity.The management style is incompatible with the soft and hard variables in which case the system will not be able to function and a total desynchronization occurs The management style is compatible with the soft and hard variables, however, paradigms, behaviors and dysfunctional results are produced with respect to the demands of the environment. The management style is compatible with the soft and hard variables and give rise to paradigms, behaviors and totally functional and organic results regarding the demands of the environment.The address style is incompatible with the soft and hard variables in which case the system will not be able to work and there is a total desynchronization of the same. The address style is compatible with the soft and hard variables, however paradigms, behaviors and dysfunctional results with respect to the demands of the environment. The management style is compatible with the soft and hard variables and give rise to paradigms, behaviors and fully functional and organic results with respect to the demands of the environment.The address style is incompatible with the soft and hard variables in which case the system will not be able to work and there is a total desynchronization of the same. The address style is compatible with the soft and hard variables, however paradigms, behaviors and dysfunctional results with respect to the demands of the environment. The management style is compatible with the soft and hard variables and give rise to paradigms, behaviors and fully functional and organic results with respect to the demands of the environment.The management style is compatible with the soft and hard variables and give rise to fully functional and organic paradigms, behaviors and results with respect to the demands of the environment.The management style is compatible with the soft and hard variables and give rise to fully functional and organic paradigms, behaviors and results with respect to the demands of the environment.
Methodology
In order to carry out the diagnosis, a work methodology was developed based on the proposed model and made up of the set of procedures and techniques that the consultant must apply to solve the problem posed in an effective and efficient way. This allows the organization to know what elements of its management system prevent it from adapting to the environment and, consequently, to execute the pertinent actions to obtain the desired results.
- Environment surrounding the entity
- Objective: To know the cultural roots, as well as the position of the company regarding the macro and micro environment. Content:
| Culture of the Region | Macro- Environment | Micro- Environment |
| Cultural variables: | Social variables | · Clients |
| · Traditions, | Technological variables | · Competitors. |
| Ideologies | Policy variables | · Suppliers. |
| · Religions | Economic variables | o Financial institutions |
| Folklore, | o Stakeholders | |
| · custom | ||
| Idiosyncrasy | ||
| Language |
- Methods and instruments to apply: Historical - Logical. Documentary analysis. Questionnaires. Studies.
- Results to be obtained: Brief characterization of the cultural environment, as well as all the elements of direct and indirect action that influence and determine the operation of the organization.
- Characteristics of the branch to which the organization belongs.
- Objectives: Know the operation of the company from the perspective of hard variables and its human resources. Content:
- Methods and instruments to apply: Document analysis. Observations. Studies. Group work. Results to be obtained: Characterization of the operation of the organization from the diagnosis of the hard variables and its human resources.
- Symbols and Signs.
- Objectives: To diagnose the external and internal image of the organization . Content:
SYMBOLS
| Myths | Rites | Heroes. |
| Anecdotes | Meetings. | Characters who symbolize values, transmit and catalyze culture |
Stories. |
Anniversaries / Commemorations | |
| Founders. | Games / Parties |
SIGNS
| Outside face: | Behaviors: | Space / Time Management |
| o Telephone answer. | o Language. | o Architecture.
o Aesthetics / decoration. o Cleaning. o Distribution and location of the premises. o Furniture and colors. o Priorities. o Distribution of managers' time fund. |
| o Reception of visitors | o Uniform. | |
| o Commercial communication. | o Ways in which the hierarchy is expressed | |
| o Treatment to customers, suppliers, competitors. | o Attitude towards management processes | |
| o Ways in which the socialization process is carried out for new employees. |
- Methods and instruments to apply: Document analysis. Observations. Studies. Group work. Results to be obtained: Description of signs and symbols for the future diagnosis of beliefs, norms and attitudes.
- Company history.
- Objectives: To know the main events of external adaptation and internal integration that the organization has faced throughout its life. Diagnose the personality of the leader and the fundamental principles that he transmitted to the organization. Content:
| Variables. | From the founder | Of the environment | From history |
| Background / Events | · Social origin
· Family environment. · Beliefs. · Appointment criteria · Knowledge / Competences. · Personality / Management style. |
o Economic.
o Political. o Social. · Cultural |
Stages and evolution of the organization in terms of:
· Mission, Vision, Objectives. · Methods. · Organizational Structures. · Human Resources. · Functions. o Events |
- Methods and instruments to apply: Historical-logical. Personality profile. Founders interview. Scale of evaluation of the strength of the Leadership legitimizing a cultural change. Results to be obtained: Description of the behavior of the organization and its leaders at each stage of development.
- Determination and characterization of groups and leaders.
- Objectives: Identify the internal and external actors of the company. Diagnose the informal structure and its operation. Diagnosis of the organizational climate. Content: To diagnose the human resources of the entities, trying to identify possible behaviors and actions of these that could become support forces or barrier forces to the implementation of the strategy, and in this sense it begins with the physical delimitation of the groups.
| Formal structure. | Informal structure. |
| o Development stage. | o Popular elements / leaders. |
| o External conditions imposed on the group. | o Climate. |
| o Demographic factors. | o Values. |
| o Commitment to the objectives and goals of the organization. |
- Methods and instruments to apply: Sociometric method. Organizational climate survey. Engagement survey. Group work. Documentary analysis. Results to be obtained: Characterization of the organization based on the existing organizational climate, the groups, their leaders and commitment to the organization.
- The values.
- Objective: To determine the existing values in the organization. Content:
| Values expressed. | Apparent values. | Operating values. | Attitudes |
| v In the philosophy assumed by the company. | v In the choice of heroes. | In control systems:
v Budget monitoring. |
v Regarding the prevailing management system |
| v In the mission and vision statement | v In the election of the leaders. | v Internal regulations | v Regarding the environment. |
| v In what is expressed in the media circulating through the company. | v In choosing what is considered an achievement (product, career, strategic option). | v Evaluation of the results.
v Staff evaluation. v Remuneration. |
v Regarding competition
v Regarding suppliers. |
| v In external communication ((advertising) | v In external communication. | In certain forms of management:
v Cost reduction. |
v Regarding customers.
v Regarding human nature |
| v In the statements of the manager. | v In the elections of the best workers. | v Goal definition | |
| v In signs and symbols (rites, myths, stories) | v Recruitment of personnel. | ||
| v Structural relationships. | |||
| v Decision making. |
Source: Adapted from Maurice Thevenet. Business Culture Audit. Ediciones Díaz de Santos, S, A. 1992.
- Methods and instruments to apply: Document analysis. Questionnaires to determine shared values. Interviews. Observations. Group work. Results to obtain: List of values that are shared in the organization from the perspective of its workers and its clients.
- Cultural paradigm of each group. Identify if there is a common corporate culture or subcultures by group.
- Objective: To diagnose the set of subcultures that exist in the organization. Determine which culture prevails. Content: With the information obtained in the previous step, the assumptions on which each group operates are identified; interrelated assumptions constitute the cultural paradigm.
| Internal working assumptions. | External operating assumptions. |
| o Presumptions about time. | o Presumptions about the environment. |
| o Presumptions about space. | § Competitors. |
| o Human nature. | § Clients. |
| o Nature of human activity. | § Suppliers. |
| o Nature of human relationships. | § Market. |
| o Functioning of management structures, systems and processes. | § Financial Institutions. |
| o Assumptions about how to deal with and solve problems. | § Government and political institutions. |
| o Assumptions about what the organization's goal is and how to achieve efficiency and effectiveness. |
It is analyzed if all the groups share the same assumptions and ideologies or, on the contrary, if in addition to the differences by trade or profession they have a different vision of the world around them, and there may be stronger subcultures that put the culture in crisis. receiver.
- Methods and instruments to be applied: Observation guide for meetings. Guide to the observation of the decision-making process. Repeated interviews. Self-evaluation of the value system. Diagnosis of the current and required business culture. Results to be obtained: Determination of the assumptions that regulate the internal functioning of the organization and its relationship with the environment (external operation).
- Incidence of diagnosed organizational culture in business performance.
- Objective: To diagnose the performance of the cultural product. Content: The relationship between soft variables and hard variables is determined, to what degree does the culture support management systems and vice versa. Culture is analyzed as a factor of effectiveness and to what degree it guarantees the satisfaction of internal and external actors and results of efficiency and effectiveness. Methods and instruments to apply: In this step, all the information obtained from the previous steps is integrated, which is used for a detailed description of the operation of the organization. Results to obtain:Diagnosis of hard variables. Diagnosis of soft variables. Diagnosis of the environment in which the organization develops. Evaluation of the degree of compatibility between the soft, hard and environment variables. Identification of the stadium in which the company is located, according to the model's exits.
Differences between the model and designed methodological procedure and its similar ones
To compare the designed model and procedure with the existing ones, the relevant statistical techniques were applied, resulting in a similarity between the Schein, Thévenet, Cruz Cordero and Alabart models. Schein. Thévenet and Alabart recognize the Paradigms / References as an integrating category of the rest of the indicators , and the four authors, including Cruz Cordero (9) give an important weight to the assumptions.
Among the indicators that measure the behavior of management systems, the four authors in question recognize the need for compatibility between the variables culture, structure, strategy and attitude towards the environment. Within human systems, the link between culture and management style, group relations and the operation of human resource management stand out.
Applying Kappa's method of concordance to analyze the relationship between these models, it was concluded that there is a similarity trend between Schein and Thévenet's, and between Schein and Cruz Cordero there is very significant similarity. Comparing that of Thévenet and that of Alabart there is a tendency towards similarity, and between the latter and that of Cruz Cordero there is a very significant similarity, however this examination only responds to the indicators used in each case for the diagnosis of culture.
The treatment given in each case to the indicators of the management systems and human systems is different. For Schein they are other sources of cultural data and for Thévenet they are elements to observe to discover values. For her part, for Alabart they are necessary indicators to know the integral operation of the organization.
Regarding group relationships, it is not diagnosed with the same level of depth in all cases. Only two models evaluate the structure of the groups and Alabart does so by delimiting their formal and informal structure. Few authors try to measure the variable Results, and practically in no case define a method and instruments that allow analyzing the influence of culture on the results of the organization, in this case Alabart establishes that the Cultural Product is only the consequence of the relationships between management style, soft and hard variables, and environment.
Differences are manifested in the way of carrying out the diagnosis, the essence of it and the aims pursued with it. Contrary positions are evident in terms of methods and instruments to be used and likewise, the scope of each model varies in each case.
Validation
The results were obtained by applying the procedure to a group of organizations in the state, cooperative, and emerging sectors, using a quota sample, constituting the population with the leading personnel. The surveys were valid in 45% of the cases, which was taken as the sampling percentage.
- Example of the result of the diagnosis in a company
The economic and financial data of the entity are part of the diagnosis, but were not included in this article for reasons of space.
The cultural product
When examining their cultural product, the results were:
| Cultural Product. | Results. |
| Paradigms: | · Mentality in the short term.
· Team spirit. · Problems are resolved at the discretion of experts or consultants. · Reactive attitude towards the environment. |
| Efficiency: | o Mercantile production was 109% in the year. Production destined for the industrial market was 126%. Productions with wide popular demand reached 6%, especially those destined for an important client, and handicraft production reached 17%.
o The company maintains a favorable behavior with respect to efficiency indicators related to production and sales costs, but not to those related to salary and productivity expenses (growth of 10% in the first case and a non-compliance of 7% in the second), motivated by the latter due to the lack of raw material, which causes an increase in salary expenditure without productive support. o This, together with the weaknesses in the hard variables, including the non-implementation of a quality system, since this does not constitute an ingrained value within the culture of the organization, makes the performance standard “comply with the established requirements with efficiency ”Is agreed at the strategic summit level, but not at the operational core level. |
| Effectiveness: | o The organization, out of a total of 12 work objectives it has, is evaluated as good in 10 and fair in 2. Among the most important ones accomplished by the company are the following:
o Total sales by 107%, highlighting sales of handicrafts, inputs to tourism and the industrial market, with a behavior of 107, 142 and 122%, respectively. o 367 out of 323 planned designs were made, for 113% compliance. o 303 new jobs were generated for 115% compliance, working conditions (lighting, ventilation, food) in areas for the disabled were improved. o Of the 13 executives, 10 use some type of training, especially Master's degrees and Diplomas, 367 technical training and general knowledge actions have been carried out for 104% compliance. o The company is in the diagnostic phase for the implementation of the Business Improvement, with certified accounting. |
| Effectiveness. | o The company shows a growth of 20% in its volume of clients, however it faces the difficulty that the weaknesses in the hard variables and the reactive attitude towards the environment do not allow it to fully satisfy the client, both in volume, as in opportunity.
o It has inserted new product lines to its portfolio, such as: office supplies, furniture and new designs in the branch of crafts; has obtained Prizes and Recognitions in Design and Quality in Fairs and Events. o The behavior of profits was not favorable, mainly due to the adjustment of files due to shortages and losses. |
It is confirmed, through the instrument used: Strength of leadership to carry out a cultural change. That it is possible to go to higher phases in the project, but that it is necessary to enhance leadership capacity, emphasizing the quality of communication, decisions and consensus building, both in the methods and ways of facing the environment, and in their perception of it, in order to be able to map out development strategies and promote internal integration functions.
Conclusions.
- The proposed scientific problem was confirmed The theoretical model and the proposed methodological procedure make it possible to: Analyze the operation of an organization from the global point of view in a given environment. (The definition that the company gives to its environment and the way in which it understands must survive, adapt or grow in it, which determines its basic mission, the main and strategic objective and the central functions of it.) Analyze relationships group detecting the state of variables such as: organizational climate, values, attitudes, assumptions, beliefs, as well as common language, conceptual categories, group limits and criteria for inclusion and exclusion, how power and hierarchy are distributed, rewards and punishments.Analyze the individual from the point of view of their productivity and job satisfaction.
This allows management to:
- Design entry strategies, consistent with the culture of the entity, to carry out consultative interventions mitigating natural resistance in the presence of external agents. Design change strategies based on the main strengths of that culture, endogenous changes, which decisively affect involvement, motivation, staff performance and in the durability of said changes. To diagnose the incidence of the organizational culture in the different strategies that the entity draws up, seeing the effect of the same. Determine the coordinates of the social climate and the definition of the links Among its members, determine the incidence of culture in the selection, recruitment, socialization and performance measurement processes of the organization.Determine the existing link between culture and the elements of the management process. Determine the impact of organizational culture on phenomena related to quality, productivity and efficiency. Determine to what extent the existing culture guarantees the adaptation of the entity to each environment. more dynamic.
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